DECISION-MAKING APPROACHES AND EMPLOYEES’ PERFORMANCE: A STUDY OF SELECTED PRIVATE SECTOR ORGANIZATIONS IN CROSS RIVER STATE, NIGERIA.

Based on the analyses, hypothesis one revealed that there is a significant relationship between participative decision making and employees’ commitment. The finding conforms with the works of Kim (2002), who posits that workers’ participation had been proven as a management solution of increasing worker’s satisfaction. Participation is known as involvement, it is an opportunity for employees to achieve their goals, to seek ideas among the employees and to assign responsibilities to employees. This in turn increases the commitment of the employees as well as their motivation. Higgins (1982) supported the idea that participation is a mental and emotional reflection that will lead to the fulfilment of individual and organizational goals. Hypothesis two revealed that there is a significant relationship between strategic decision making and employees’ creativity. The finding conforms with the works of Stroebe (1994), Forsyth (1999), Diehl (1994) who posit that decision-making may be relatively in nature, or formally designated and charged with a specific goal. The nature and composition of strategic, their size, demographic make-up, structure, and purpose, all affect their functioning to some degree. Decision making ideally takes advantage of the diverse strengths and expertise of its members. T Hypothesis three revealed that there is a significant relationship between autocratic decision making and productivity of workers. The finding conforms with the works of Edward (2007), Noah (2008) who posited that autocratic decision making is a process wherein the leader would maintain his total control and his ownership over the decision he makes. In autocratic decision making, decisions are made at the top. And it may be counterproductive to involve a lot of people in making the call. Typically, in an environment where decisions are made, work activities and roles are very tightly structured; they are monitored and well controlled. Conclusively, decision making is shared at all levels of management as it is observed that decision making in organizations is focused on defining questions or issues rather than on finding solutions. Thus, all levels of the organization are involved in this process. Also, organizational performance lopsided reviews prevent companies from identifying areas of opportunity for improvement and insights regarding current employees’ capabilities and skills. Our findings emphasize that, for organizations to succeed in achieving their long-term goals, management of organizations should allow employees to participate in decision making to increase the commitment of the employees which will lead to the fulfilment of individual and organizational goals. Also, management should use strategic decision making, to gain effective planning, for the future outcome of the overall vision of the company while taking into consideration the prevailing exigency at that time before adopting any decision-making approach to improve employees’ performance.

基于本研究的分析结果，假设一揭示出参与式决策（participative decision making）与员工承诺（employees’ commitment）之间存在显著相关关系。该研究结论与Kim（2002）的研究成果相符，Kim（2002）提出，员工参与已被证实为提升员工满意度的有效管理手段。参与式决策又称员工参与，为员工提供了实现自身目标、征集内部创意、赋予工作职责的契机，这反过来能够提升员工的承诺度与工作积极性。Higgins（1982）的研究佐证了这一观点，即参与式决策是一种心理与情感层面的投入，能够推动个体与组织目标的实现。

假设二揭示出战略决策（strategic decision making）与员工创造力（employees’ creativity）之间存在显著相关关系。该研究结论与Stroebe（1994）、Forsyth（1999）、Diehl（1994）的研究成果相符，上述学者提出，决策在本质上可分为相对随性型，或是正式指定且承载特定目标的类型。战略决策的本质、构成、规模、人口结构、组织架构与目标，均会在不同程度上影响其运行效能。理想的决策流程应充分利用成员的多元优势与专业专长。

假设三揭示出专制式决策（autocratic decision making）与员工生产率之间存在显著相关关系。该研究结论与Edward（2007）、Noah（2008）的研究成果相符，上述学者提出，专制式决策是一种领导者保持绝对控制权、独自掌控决策制定过程的模式。在专制式决策中，决策由高层单独制定，而吸纳过多人员参与决策反而可能产生适得其反的效果。通常在采用此类决策模式的场景中，工作活动与角色被严格结构化，且受到严密的监控与管控。

综上可见，组织中的决策制定普遍分布于各管理层级，因为当前观察到的组织决策更侧重于明确问题或议题，而非直接寻找解决方案，因此组织的所有层级均需参与该流程。此外，片面的组织绩效评估会阻碍企业识别可优化的机遇领域，以及深入了解当前员工的能力与技能水平。本研究结果强调，若要实现长期发展目标，企业管理层应允许员工参与决策，以提升员工承诺度，进而推动个体与组织目标的达成。同时，管理层应运用战略决策模式，结合彼时的实际迫切需求，制定契合公司整体愿景的有效规划，在此基础上选择恰当的决策方法以提升员工绩效。